Category Archives: Psychology

Unlearning and Relearning Are Keys to Innovative Thinking

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Unlearning and Relearning Are Keys to Innovative Thinking

GUEST POST from Art Inteligencia

In the fast-paced world of the 21st century, the ability to think creatively and innovate is more critical than ever. However, a significant barrier often stands in the way of innovation: existing knowledge and beliefs. While knowledge is undoubtedly powerful, it can also create blind spots. Thus, the challenges of unlearning outdated concepts and relearning new approaches are essential to overcome for fostering innovation. Let’s delve into the art and science of unlearning and relearning, and explore how they serve as keys to innovative thinking.

The Process of Unlearning

Unlearning is the process of letting go of old information or approaches that no longer serve us. It is not so much about forgetting but about stepping back from ingrained habits and assumptions. This requires an open mind and a willingness to challenge one’s own mental models. To unlearn, individuals and organizations must cultivate curiosity and humility, recognizing that what worked yesterday may not work today.

Embracing Relearning

Relearning goes hand in hand with unlearning. It involves adopting new perspectives, skills, and ideas that are more relevant to current challenges and future opportunities. Relearning equips individuals with the ability to adapt to emerging trends and technologies. It fosters a mindset of continuous growth and reinforces the importance of lifelong learning. By embracing relearning, we lay the groundwork for developing innovative solutions.

Case Study: Kodak – A Lesson in Unlearning

Kodak’s Missed Opportunity

Once a giant in the photography industry, Kodak provides a stark lesson in the importance of unlearning. In the early 1970s, Kodak engineer Steve Sasson invented the first digital camera. But the innovative idea was shelved due to the company’s strong belief in traditional film photography.

Kodak’s failure to unlearn its reliance on film technology and embrace digital photography eventually led to its downfall. By clinging to existing knowledge and market dominance, Kodak missed the opportunity to lead an emerging digital revolution. The case of Kodak highlights the critical need for companies to unlearn outdated business models to innovate and thrive.

Case Study: Microsoft’s Cultural Shift

Microsoft’s Transformation

In stark contrast, Microsoft’s story is one of successful unlearning and relearning. Under the leadership of Satya Nadella, who became CEO in 2014, Microsoft embarked on a cultural transformation that emphasized ‘growth mindset’ and innovation.

Nadella encouraged employees to unlearn combative work habits and embraced a culture of collaboration. He recognized the need to pivot towards cloud computing and artificial intelligence, investing heavily in these fields and shifting the focus away from the traditional Windows-centric model.

This shift resulted in a reinvigorated Microsoft that regained market leadership and opened new revenue streams. By unlearning its past and relearning new business strategies, Microsoft exemplified how adaptation and innovation can significantly alter a company’s trajectory.

Strategies for Unlearning and Relearning

  • Cultivate Curiosity: Encourage a culture where questions are welcomed, and continual learning is embraced. Curiosity leads to an openness that is fundamental to unlearning old paradigms.
  • Challenge Assumptions: Foster an environment where assumptions can be questioned and debated. This involves promoting diversity of thought and encouraging feedback.
  • Create Safe Spaces for Experimentation: Allow team members to explore new ideas without fear of failure. Learning from both successes and mistakes fosters a culture of innovation.
  • Invest in Continuous Learning: Provide learning opportunities that promote skill development in new areas. Encourage employees to stay up to date with industry trends and emerging technologies.

In conclusion, unlearning and relearning are crucial processes in cultivating an innovative mindset. They require individuals and organizations to embrace change, challenge old assumptions, and stay agile in the face of rapid transformation. By following the examples set by companies like Microsoft and learning from the missteps of others like Kodak, we can unlock new avenues of growth and creativity. It is through continuous learning and adaptation that we will find the keys to tomorrow’s innovations.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pexels

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You Must Be Comfortable with Being Uncomfortable

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You Must Be Comfortable with Being Uncomfortable

GUEST POST from Janet Sernack

It’s been a tough two and a half for everyone since the COVID-19 crisis began. Some of us have been hit very, very hard, by the impact of the pandemic exacerbated by the rate of exponential change and now, by the impact of the conflict in Ukraine.

As result, many of us are feeling overwhelmed and exhausted and languishing in varying states of anxiety and discomfort. Some of us are struggling with “not knowing” how to deal with the extreme uncertainty existing within our business and personal environments, whilst many of us are optimistically seeking to prepare and manage for what might possibly come next.

At the same time, many of us are seeking collaborative partnerships to support us and explore options for keeping both ourselves, our people, and teams engaged in moving forward creatively in a constantly changing world.  Where both the work environment and the nature of work are in a state of flux, where we are going through exceptional and extraordinary changes, and, where to both survive and thrive, we need to get comfortable with being uncomfortable with it all.

Safely stepping into the unknown

This creates an opening and a threshold to partner with others in resourceful and creative ways to support them, to safely and bravely step into the unknown.

To perceive this unique moment in time as an opportunity for growth, shape-shifting, and change – by empowering and equipping them to cautiously abandon and exit their comfort zones and get comfortable with being uncomfortable. Because the patterned worlds of our “business as usual” existences, which traditionally kept us get comfortable and calm, and helped us stay emotionally and mentally even, free from anxiety and worry to a great degree, are no longer certain, predictable or stable.

Where constant and accelerating change, coupled with uncertainty are the harsh realities of today, and of tomorrow, in the decade emerging as one of both disruption and transformation.

Impact of our neurological survival mechanisms

As humans, we have an internal need for consistency, represented by our internally mapped, largely unconscious, neurological comfort zones, our own unique places for getting comfortable, and amenable to what we habitually do. When we experience cognitive dissonance, in an extremely uncertain and disruptive operating environment, we unconsciously encounter apparent inconsistencies between what is really happening and what we believe to be really true.

As result, we often, mostly unconsciously, slip into our auto-pilot range of varied aggressive and passive defensive, reactive responses: including avoidance, denial, anger, opposition, and resistance to change. Often described as the “retreat, freeze, or take flight or fight” reactions to what is “seemingly” going on. This is because we distort and generalize our thoughts or feelings into believing that have no control over events. Which is a normal and natural neurological, yet primitive, survival mechanism that enables us to cope with the situation.

However, when we operate this way, we lose our personal power and question our abilities to shape and manifest the outcomes we want, or feel we lack the ability to influence others or constructively impact our environments.

Resistance is futile

Manifesting as feelings of discomfort, most of us will do anything to move away from – because we want to avoid pervasive, visceral, challenging thoughts and feelings, derived from our conflicting beliefs and values.  Our auto-responses or neurological urges to remove the discomfort, and typically keep us in our comfort zones, where we procrastinate, make excuses, shift into denial, avoidance, and justification, resulting ultimately, in immobilisation and inaction.

The outcome is that we may feel paralysed, and become inert, inhibiting and preventing us from developing the mindsets, behaviours, and actions required to thrive in the future. Where our only “new normal” will depend on our abilities to flow with constant change, unpredictability, instability, and uncertainty and get comfortable with being uncomfortable.

Hidden costs of resistance

Resistance to change prevents us from:

  • Adapting to the current and future environment is not the survival of the fittest, it’s he or she who is the most adaptive, who ultimately survives, and thrives!

  • Exploiting this moment in time as an opportunity and threshold to improve our confidence, competence, and emotional capacity to effectively transition through the range of professional and personal crises, brought on by uncertainty and disruption.

  • Exploring possibilities and unleashing opportunities available in this moment in time as a turning point to learn and grow, as a coach, leader, or team.

  • Strategizing in the new global, hybrid, and virtual work environment to improve, competitiveness, productivity, and innovation grow our practices and help our members expand their roles, and grow their teams and businesses.

  • Breaking down silos that add to many of our member’s current states of disconnection and loneliness, and inhibit connection and collaboration.

  • Creating permission, tolerance, and safety for members to safely download and let go of their fears and anxieties, share their negativity and pessimism, fears of failure,  and co-create positivity and optimism towards thriving in an uncertain future, together.

  • Embracing the new world of digitisation and experimentation, from implementing change, enhancing individual and organisational agility, and developing the mindsets, behaviours, and skills to be comfortable in constantly changing contexts.

What can we do about it?

  • Being agile and adaptive

In normal times, creating a comfort zone is a healthy adaptation for controlling much of our lives. Yet having the boldness, bravery, and courage in extreme uncertainty, to step up and out of our comfort zones helps us be agile and adaptive in transitioning, growing, and transforming through the enormous challenges, disruptions, and adversities many of us are confronting.

  • Entering the learning zone

In fact, once we do take the first baby steps out of our comfort zones and into our fear zone (fear of loss, blame, shame, envy, punishment, retribution, opposition, being controlled, humiliation, being envied or made wrong) we can safely enter the learning zone. Being in the Learning Zone is the first stopping point toward generating creative energy and expanding our comfort zones.

  • Facing the fear

Doing this builds the foundations for being more comfortable with being uncomfortable by facing, feeling, acknowledging, and letting go of some of our deepest fears by dealing with them rationally and realistically, with empathy and compassion, and without bias and distortion.

  • Reducing our levels of anxiety

By withdrawing, discerning, and deciding to let go of the need to be constantly in charge and in control and be willing to enter the Growth Zone, where everything that happens is a resource for being tolerant, and accepting, of the possibilities for making positive change.

Stepping into being comfortable

This is a great opportunity to co-create a new playbook for ourselves, our people, and their teams by enabling and empowering the mindset shift to the Growth Zone, to transform cognitive dissonance, and use it as the creative tensions toward being comfortable with being uncomfortable.

This involves engaging in a set of consistent and regular practices, to build and support a willingness to embrace change, disruption, and uncertainty, to take on even the impossible.

  1. Hit your Pause Button: retreat from activity, get grounded in stillness and silence, and be fully present to your energetic state. Be mindful and pay deep attention to recognise your patterns, attune to what is really going on, and get unhooked from any internal chatter, stories, and unconscious default patterns.

  2. Label Your Thoughts and Emotions: be fully present and get connected to yourself and to others you are interacting with, feel the feeling, knowing that it is transient.

  3. Acknowledge and Accept: allow yourself to accept and embrace the range of feelings, be empathic, compassionate, and open-hearted with yourself and with others.

  4. Detach from and Observe your Thoughts and Emotions: be willing to create and sustain an open mind, be inquisitive and curious, explore the non-judgemental space between your feelings and how to effectively respond to them.

  5. Identify difficult feelings: as you experience them and find more appropriate ways of responding instead of reacting, be willing to become a “detached observer”.

  6. Be emotionally agile: learn to see yourself as the operating system, filled with possibilities, knowing that you are more than one part of it and flow with it

  7. Be courageous and brave: challenge the status quo, and your habitual thinking, feeling, and decision-making habits and build your confidence to reboot, consistently disrupt yourself and be comfortable with being uncomfortable.

  8. Be imaginative and creative: reimagine your most desirable future state, be optimistic and positive about choosing the best ways to reset, and walk your way forward into the unknown.

Focusing your attention and being intentional

Being comfortable with being uncomfortable, enables us to re-think creates openings and thresholds for developing 21st-century superpowers, limitless possibilities for change, growth, learning, and innovation.

By empowering us to respond positively to uncertainty, and dynamic change that respects and engages people’s values and humanity, in co-creative and innovative ways that improve the quality of people’s lives in ways they value, appreciate, and cherish.

An opportunity to learn more

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, May 4, 2022.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

Image Credit: Unsplash

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Moving Beyond Surveys to Measure Employee Satisfaction

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Moving Beyond Surveys to Measure Employee Satisfaction

GUEST POST from Art Inteligencia

Employee satisfaction is paramount for any organization striving for excellence. Traditionally, surveys have been the primary tool for gauging employee sentiments. However, with the evolving work landscape, there is a growing realization that employee satisfaction is a multi-faceted entity that cannot be encapsulated solely through periodic surveys. As a thought leader in human-centered change and innovation, I invite you to explore alternative methodologies for measuring employee satisfaction, supported by real-world case studies that have pushed boundaries to listen better to their teams.

The Limitations of Surveys

Employee surveys have traditionally focused on broad metrics – satisfaction, engagement, and commitment. Unfortunately, these surveys often suffer from biases, low response rates, and do not always capture real-time or actionable insights. Moreover, the one-size-fits-all surveys do not account for the diversity of roles, cultures, and individual aspirations within an organization. A static survey administered annually or bi-annually often misses the nuances and dynamic shifts in employee satisfaction.

Beyond Surveys: Alternative Approaches

1. Behavioral Analytics

Armed with technology, organizations can now passively gather data on employee activities and interactions in the workplace. Analyzing these patterns can uncover insights into employee satisfaction that surveys may not capture. Workplace tools, communication patterns, and network analysis can shed light on a team’s overall health and workload distributions.

2. Holistic Listening Ecosystems

A holistic listening ecosystem involves establishing multiple channels of communication where feedback is continuously captured and analyzed. It focuses on active listening through town halls, anonymous forums, and digital platforms where employees can voice their concerns and share ideas anytime.

3. Employee Experience Journeys

Mapping out employee journeys within the organization can help identify critical touchpoints and experiences that affect satisfaction. This method allows organizations to understand pain points and moments of delight from the employee’s perspective, leading to targeted interventions and improvements.

Case Study 1: Spotify’s Employee Experience Squads

Spotify, renowned for its innovative work culture, implements Employee Experience (EX) Squads. These squads operate much like agile product teams, focusing on continuously evaluating and enhancing employees’ experiences. By using rapid iteration, feedback loops, and testing new initiatives in small groups, Spotify effectively tracks satisfaction without solely relying on annual employee surveys.

The EX Squads are formed of cross-functional members from HR, technology, and operational departments that regularly engage with employees to understand their needs and frustrations. They employ a variety of qualitative methods including face-to-face interviews, ethnographic studies, and digital feedback tools to gather comprehensive insights. By integrating behavioral analytics from internal communication tools and collaboration platforms, the squads can predict and address dissatisfaction trends before they escalate. Spotify has experienced higher employee retention and improved productivity by identifying critical satisfaction elements such as work-life harmony and growth opportunities.

Case Study 2: Unilever’s Internal Social Media Platform

Unilever embraced an unconventional path by deploying an internal social media platform named “MyVoice.” Unlike traditional employee feedback channels, “MyVoice” encourages ongoing dialogue among employees and leadership across various levels. It is designed to allow real-time interactions, feedback, and idea sharing, enabling the company to stay attuned to the employee pulse continuously.

Through “MyVoice,” employees can participate in thematic discussions, provide feedback on leadership decisions, and propose new ideas for business improvement. The platform leverages AI to analyze interactions and sentiment, providing Unilever insights into employee satisfaction deeply embedded in natural work conversations. Furthermore, it allows for quick identification and resolution of discontent, leading to more agile and responsive management practices. This approach, combined with occasional checks through micro-surveys and informal manager check-ins, has significantly enhanced Unilever’s ability to maintain higher levels of employee satisfaction and engagement.

Conclusion

As illustrated by these case studies, organizations that dare to step beyond traditional surveys can access richer insights into employee satisfaction. By utilizing a blend of behavioral analytics, continuous feedback channels, and innovative communication platforms, companies can capture a more holistic view of the employee experience. These novel approaches not only elevate satisfaction levels but also contribute to nurturing a more dynamic, responsive, and engaged workforce. In an era where employee experiences define organizational success, the courage to pioneer new methods of listening and learning is indeed a strategic advantage.

In conclusion, while surveys will continue to hold their place in the arsenal of HR tools, the future of measuring employee satisfaction lies in a more integrated, continuous, and human-centered approach. Organizations that adapt to these changes will be well-positioned to thrive in an increasingly competitive marketplace.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Microsoft Copilot

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Impacting Communities via Innovation Empowerment

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Impacting Communities via Innovation Empowerment

GUEST POST from Chateau G Pato

In today’s rapidly evolving world, innovation is much more than just a corporate buzzword; it is a foundational element for empowering people and transforming communities. When harnessed effectively, innovation can catalyze positive changes that generate long-term social, economic, and environmental benefits. This article explores how communities can be empowered through innovation by focusing on collaborative efforts that engage citizens as co-creators of sustainable solutions. We will delve into two inspiring case studies highlighting creative empowerment strategies that have yielded significant impacts.

Case Study 1: Solar Sister – Harnessing the Sun to Empower Women

Solar Sister is a remarkable case study demonstrating how innovation can empower an entire community. Founded with the mission of eradicating energy poverty while promoting women’s entrepreneurship, Solar Sister has become a beacon of hope across Sub-Saharan Africa. By equipping women with clean energy technology such as solar-powered lamps and phone chargers, this initiative not only addresses critical energy shortages but also provides economic opportunities.

Solar Sister’s approach is both simple and profound: train, support, and mentor women as they build clean energy businesses in their communities. This model not only ensures widespread access to affordable, reliable clean energy but also empowers women by providing them with leadership skills, financial independence, and increased social standing. The innovation lies in its grassroots-driven approach that turns beneficiaries into active participants in transforming their own communities.

“Solar Sister illuminates the lives of women and their communities through the power of the sun, demonstrating that sustainable energy solutions can come from the most unlikely innovators.”

The impact of Solar Sister has been widespread. Thousands of women entrepreneurs have joined the movement, providing clean energy to over one million people. The benefits extend beyond individual families, impacting the environment by reducing dependency on kerosene and diminishing carbon emissions, thus helping fight climate change.

Case Study 2: CityBee – Redefining Urban Mobility

In Lithuania, urban mobility innovation is revolutionizing how communities interact with their cities, thanks to CityBee. Recognizing the traffic congestion and pollution challenges faced by modern cities, CityBee devised a car-sharing service that blends technology, community involvement, and sustainable transportation solutions.

CityBee’s model is incredibly intuitive: through an app, users can locate and unlock cars or bikes, use them for short trips, and park them at strategic city locations. This service reduces the necessity for private vehicle ownership, alleviates parking demands, and decreases urban air pollution. CityBee reimagines mobility as a flexible, on-demand service that embraces technological innovation to meet the evolving needs of urban dwellers.

The community impact has been profound. By championing a shared economy model, CityBee has encouraged users to fundamentally change how they perceive transportation—shifting from ownership to access. This transformation not only positions cities as spaces designed for people rather than vehicles but also empowers communities to participate in more sustainable urban living practices.

“Innovative solutions like CityBee prove that rethinking and reshaping urban mobility isn’t just a possibility—it’s a necessity for sustainable, vibrant city landscapes.”

Innovative Pathways to Empowerment

The profound lessons from these two case studies underscore the limitless potential of innovation as a mechanism for empowerment. By involving communities in innovation processes, leveraging locally driven solutions, and fostering inclusive environments that uplift underrepresented voices, we can ensure sustainable development and community well-being.

Communities empowered through innovation are better equipped to navigate the complexities of the modern world—transforming challenges into opportunities, sparking economic vibrancy, and nurturing social cohesion. As we continue to explore and harness the boundless potentials of innovation, our commitment to human-centered design should remain steadfast. By creating platforms for shared learning, meaningful engagement, and collaborative co-creation, we lay the foundation for empowered, resilient communities.

Conclusion

Empowerment through innovation is not just an ideal; it is a pragmatic strategy for fostering sustainable growth and collective responsibility across our diverse global communities. As demonstrated by Solar Sister and CityBee, the innovative forces that empower individuals simultaneously invigorate the communities they inhabit. By prioritizing people-centric innovation and nurturing community involvement, we catalyze positive changes that transcend generations. Together, let us embrace the transformative power of innovation as a conduit for empowerment and social good, nurturing a world where communities thrive, and hope flourishes.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

Image credit: Unsplash

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Designing for Neurodiversity by Embracing Different Perspectives

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Designing for Neurodiversity by Embracing Different Perspectives

GUEST POST from Chateau G Pato

In the world of innovation and change, embracing diverse perspectives is not just a catalyst for creativity; it is a necessity. One of the most potent yet often overlooked forms of diversity is neurodiversity. Neurodiversity recognizes the range of differences in human brain function, highlighting the value of including people with various neurological conditions, such as autism, ADHD, dyslexia, and more, in our innovation processes. By designing for neurodiversity, we can unlock new potentials and create solutions that serve a broader spectrum of individuals.

Understanding Neurodiversity

Neurodiversity refers to the concept that neurological differences are to be recognized and respected as any other human variation. These differences can influence how individuals process information, solve problems, and interact with the world. Understanding and valuing these differences can lead to richer, more effective solutions and innovation.

Organizations that prioritize neurodiversity gain the advantage of varied cognitive perspectives, leading to more robust problem-solving abilities and creative solutions. Designing for neurodiversity not only empowers those with different neurological patterns but also enhances the organization by tapping into a wider pool of talent.

Case Study 1: Tech Innovations Company

Background

Tech Innovations Company, a leading player in software development, realized that their teams lacked diverse approaches in product design. Recognizing the need for varied cognitive input, they set out to create an inclusive environment for neurodiverse individuals.

Implementation

The company partnered with organizations specializing in neurodiversity employment to bring neurodiverse talent into their teams. They redesigned their interview processes to focus on the skills relevant to roles rather than traditional screening methods. Furthermore, they transformed their workspaces by incorporating features like quiet zones and adjustable lighting to suit sensitivity needs.

Outcomes

The inclusion of neurodiverse individuals led to a remarkable breakthrough in one of their flagship projects. A team member with autism suggested a novel approach to debugging software—a task that had stalled for months. Her ability to identify patterns overlooked by others provided the company with a new competitive edge.

By capitalizing on neurodiverse talent, Tech Innovations Company not only improved their product cycles but also enhanced team morale and reduced attrition rates significantly. Their journey illustrates how neurodiversity can drive predictive insights and innovation, offering a competitive advantage in the fast-paced tech industry.

Case Study 2: Creative Design Agency

Background

Creative Design Agency, known for its cutting-edge campaigns, discovered a gap in its ideation process. The company realized that many of its designs were tailored to neurotypical users, failing to engage a broader audience.

Implementation

The agency decided to integrate neurodiverse perspectives by hiring consultants with experiences across the neurological spectrum. They conducted workshops to educate existing staff on neurodiversity and encouraged brainstorming sessions that included neurodiverse voices. This initiative was complemented with feedback loops where neurodivergent users regularly reviewed their campaigns.

Outcomes

One of the significant successes was a campaign that incorporated visual designs and messaging accessible to individuals with dyslexia. The campaign stood out in the market for its clarity and universal design, setting a new standard within the industry.

Additionally, internal engagement improved as employees felt a sense of pride and accomplishment in creating inclusive and impactful work. The campaign’s success demonstrated that embracing neurodiversity can generate creativity and practical applications such as universal design principles, benefiting a wider audience.

Design Principles for Neurodiversity

Designing for neurodiversity requires intentional changes and adaptations in how organizations approach their innovation processes. Here are a few principles to consider:

  • **Inclusive Hiring Practices:** Develop recruitment processes that eliminate bias and focus on skills and potential rather than conventional qualifications.
  • **Flexible Work Environments:** Create workspaces and schedules that accommodate different sensory needs and attention spans.
  • **Continuous Education:** Educate all team members on the value of neurodiversity and provide training on how to work effectively in diverse teams.
  • **Feedback Loops:** Regularly seek input from neurodiverse users or employees to refine products and strategies.
  • **Unconventional Problem-Solving Techniques:** Encourage the use of varied methods and perspectives in brainstorming sessions to foster innovation.

Conclusion

Designing for neurodiversity is not merely about inclusion; it is about leveraging the full potential of human variance to fuel innovation and creativity. As we have seen in the cases of Tech Innovations Company and Creative Design Agency, embracing neurodiverse perspectives leads to groundbreaking outcomes and competitive advantages. By understanding and valuing these differences, organizations can transcend traditional boundaries, creating products, services, and solutions that are truly inclusive and far-reaching. By fostering an environment where neurodiversity is not just accepted but celebrated, businesses, and communities alike stand to benefit significantly from this often untapped wellspring of human capability.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

Image credit: Pexels

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Building an Adaptable Organization with Change Resilience

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Building an Adaptable Organization with Change Resilience

GUEST POST from Art Inteligencia

In today’s rapidly evolving business landscape, organizations must cultivate the ability to adapt swiftly to change while remaining resilient. This adaptability is not just about surviving change but thriving through it. Leadership strategies and cultural transformation play crucial roles in shaping an adaptable organization. This article explores practical approaches and showcases case studies of organizations that have successfully integrated change resilience into their DNA.

Leadership Strategies: Guiding Through Change

Effective leadership is the cornerstone of any successful change management strategy. Leaders must not only drive change but also inspire their teams to embrace it. A key strategy involves developing change resilience among leaders themselves. This involves training them to manage uncertainty and equip their teams with the tools to navigate challenges.

A more in-depth exploration of how to develop these skills can be found in my article on Building Resilience in Change Leaders.

Case Study 1: Tech Innovators, Inc.

Tech Innovators, Inc. is a prime example of how leadership strategies can foster an adaptable organization. Facing the threat of obsolescence in a competitive market, the company embarked on a comprehensive leadership development program. This program focused on agility, equipping leaders with the skills to manage change proactively.

The result? A cultural shift that permeated the organization, enabling teams to innovate rapidly and respond to market shifts with unparalleled agility. Leadership became a collective endeavor, tapping into diverse insights to drive strategic decisions. By championing resilience at every level, Tech Innovators, Inc. fortified itself against future disruptions.

Cultural Transformation: Embedding Resilience

Beyond leadership, cultural transformation is critical in building an adaptable organization. A resilient culture is characterized by open communication, psychological safety, and a shared vision of change as an opportunity.

Embedding resilience into the company culture starts by nurturing it among employees. Encouraging employees to view change as a gateway to growth instills a sense of empowerment. For more insights on nurturing resilience in employees, consider reading Nurturing Resilience in Employees During Periods of Change.

Case Study 2: Global Retail Giant

The journey of a global retail giant illustrates the transformative impact of reshaping organizational culture. Confronted with an unpredictable market and a rapidly evolving consumer landscape, this retail giant prioritized building a culture of resilience.

By investing in continuous learning and fostering a collaborative environment, the company empowered its employees to spearhead innovation. Regular feedback loops and transparent communication bridged the gap between leadership and staff, creating a unified front poised to adapt seamlessly.

The outcome was a rejuvenated workforce, capable not only of managing change but leveraging it strategically to gain a competitive edge. The organization’s adaptive culture became a magnet for top talent, further reinforcing its market position.

Conclusion

In an era defined by volatility, building an adaptable organization requires a dual focus on leadership strategies and cultural transformation. As demonstrated by the experiences of Tech Innovators, Inc. and the global retail giant, resilience can be developed at both individual and organizational levels, positioning companies to thrive amidst change.

The path to becoming an adaptable organization is not without challenges. However, with the right strategies and cultural backbone, organizations can transform adversity into opportunity—emerging stronger and more resilient in the face of an uncertain future.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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How to Free Ourselves of Conspiracy Theories

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How to Free Ourselves of Conspiracy Theories

GUEST POST from Greg Satell

If you think about it, postal carriers should be a little bit creepy. If someone told you that an agent of the federal government would come to your house everyday with access to information about places you shop, businesses you transact with and people you know well enough to trade holiday cards with, it might cause you some alarm.

Yet we don’t find postal carriers creepy. In fact, despite vigorous efforts to malign the Postal Service, we trust it far more than most institutions. The truth is that we don’t conjure up conspiracy theories to explain the everyday and mundane, but some far off yonder which we cannot clearly designate, yet find threatening nonetheless.

The function conspiracy theories play is to explain things that we don’t understand and feel out of our control. So it shouldn’t be surprising that the age of Covid has spawned a myriad of crazy, dangerous notions. What we need to come to terms with is that the real problem plaguing society is a basic lack of trust and that is where the battle for truth must be fought.

The Visceral Abstract

One of the frustrating things about modern life is that we experience so little of it directly. As Leonard Read pointed out in his 1966 essay, I, Pencil, the manufacture of even the simplest modern object is beyond the reach of a single person. Today, people depend on technologies to get through their day, but have only the barest notion of how they function.

The truth is that we live in a world of the visceral abstract, where strange theories govern our everyday lives. People may not care much, or even believe in, Einstein’s theory of special relativity, but if GPS satellites aren’t calibrated to take it into account, the delivery man won’t be able to bring their dinner. In much the same way, the Coronavirus will mutate, and the most infectious variant will dominate, no matter what you think of Darwin’s theory.

As Francis Fukuyama explains in his recent book, Identity, the pace of change and disruption in modern society demands that we make choices about who we are. Faced with so much we don’t understand there is no small amount of appeal to rejecting the unknown in favor of simpler explanations in the form of conspiracy theories.

Populists often say that they want to “take our country back,” but what they really mean is that they want to take our existence back. They want to banish the fabulous yonder for something closer and more tangible. They offer safe harbor and, for people who feel stranded on the rocks, with the sea crashing over them, the attraction can be undeniable.

Conforming To Local Majorities

We all have a certain capacity to believe in an idea to or to partake in an action. We may be highly skeptical or wildly enthusiastic, depending on our innate preferences and previous experiences, but history shows that individuals—and, in fact, entire societies—are vulnerable to suggestion.

We are, for example, highly affected by what those around us think. In fact, a series of famous experiments first performed in the 1950’s, and confirmed many times since then, showed that we will conform to the opinions of those around us even if they are obviously wrong. More recent research has found that the effect extends to three degrees of social distance.

The effect is then multiplied by our tendency to be tribal, even when the source of division is arbitrary. For example, in a study where young children were randomly assigned to a red or a blue group, they liked pictures of other kids who wore t-shirts that reflected their own group better. In another study of adults that were randomly assigned to “leopards” and “tigers,” fMRI studies noted hostility to outgroup members regardless of their race.

So it isn’t surprising that people will be more willing to believe, say, a conspiracy theory floated by a high school friend than information from a government agency or recognized news source. If the majority of people around you believe something, you’re likely to believe it too, because that’s what’s close and tangible.

During the pandemic, when everybody is stuck inside, the effect of local majorities, especially in isolated online communities, is significantly more powerful than usual. These communities may be, in fact, at a long distance geographically, but in mental and social space, they make up a large part of our immediate environment.

The Psychology Of Delusion

Once we are exposed to an idea and influenced by those around us to be sympathetic to it, two cognitive biases begin to kick in. The first, called availability bias, is our tendency overweight information that is most available to us. For example, reading or hearing about traffic fatalities on the news will do little to affect our driving habits, but when we pass a bad accident on the road, we’ll naturally slow down and become more cautious.

It’s amazing how powerful availability bias can be. Researchers have found that it even affects how investors react to analysts reports, how corporations invest in research and how jurors evaluate witness testimony. Other studies find that availability bias affects medical judgments. Even in matters of great import, we tend not to look very far for information.

Again, it’s easy to see how the pandemic combined with the Internet can make us more susceptible. Stuck at home, we spend more time engaging with communities online, where we tend to be surrounded by likeminded people. Their opinion will seem more real to us than those of “experts” from outside our community, whether that community is virtual or not.

This effect is then combined with confirmation bias, our tendency to seek out information that supports our prior beliefs and reject contrary evidence. Those who fall prey to conspiracy theories often report spending a lot of time searching the Internet and watching YouTube videos, which confirm and extend their discussions with “fellow travelers.”

Rebuilding Trust

Once we become aware of where conspiracy theories come from, it becomes easier to understand why we tend to be far more suspicious of, say, public officials or medical experts than our postal carriers. We tend to trust those we see as being part of our communities and are suspicious of those we see as outsiders.

Unfortunately, the stresses on our society will only intensify over the next decade as we undergo major shifts in technology, resources, migration and demography. These changes will inevitably hit some segments of society harder than others and, it’s safe to assume, those left behind will likely feel that society has forsaken them.

We need to learn how to rebuild trust, even with our enemies and the best—perhaps the only way—to do that is by focusing on shared values. We might, for example, disagree on exactly how our criminal justice system should function, but we can all agree that everyone has the right to live in a safe community. We may not agree on the specifics of a “Green New Deal,” but can all see the importance of investing in our rural communities and small towns.

Most of all, we need to rebuild a sense of connection. Fortunately, network science tells us that it takes relatively few connections to drastically reduce social distance. Trust is personal, not political. It can’t be legislated or mandated but arises out of shared experience that contributes to the collective well-being. Like our mail carriers, our institutions must be seen to be competently serving us and having our best interests at heart.

In the final analysis, our problem is not one of information, but that of basic good will. The antidote is not stronger arguments, but more capable public service.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Evolving the Innovation Mindset from Resistance to Resilience

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Evolving the Innovation Mindset from Resistance to Resilience

GUEST POST from Art Inteligencia

In today’s rapidly changing business landscape, the lens through which we view innovation has vastly expanded. The innovation mindset is not solely about introducing new products or services; it’s about cultivating resilience and adaptability in an organization’s culture. Transitioning from a state of resistance to one of resilience is imperative for remaining relevant and competitive. This article delves into how organizations can evolve their innovation mindset, illustrated through case studies and actionable insights.

The Need for a Resilient Innovation Mindset

An organization’s journey towards resilience begins with understanding why change is resisted. Resistance often stems from fear—fear of the unknown, fear of failure, or fear of redundancy. To combat this, leaders must foster a culture of psychological safety where experimentation is encouraged, and failure is seen as a stepping stone to success.

To drive this point home, let’s explore how two organizations, Procter & Gamble and Airbnb, moved from resistance to resilience, revolutionizing their innovation ethos in the process.

Case Study One: Procter & Gamble

Procter & Gamble (P&G), a multinational consumer goods corporation, exemplifies resilience through their “Connect + Develop” program. Faced with the reality of saturated markets and increasing competition, P&G needed to innovate beyond traditional methods. This initiative encouraged external collaboration, drawing on ideas from external partners, thereby bypassing the traditional R&D exclusivity barrier.

The program’s success is attributed to a pivotal shift in mindset—from resisting external ideas to embracing them as a viable source of innovation. P&G’s openness to external partnerships resulted in the birth of the esteemed Swiffer and Mr. Clean Magic Eraser brands. Learn more about How to Embrace Agile Leadership to Innovate at Speed.

Case Study Two: Airbnb

Unlike traditional hospitality companies, Airbnb was built on the principle of belonging anywhere, transforming how people travel. However, the path wasn’t smooth. In the face of regulatory challenges, marketplace trust issues, and the COVID-19 pandemic, Airbnb had to pivot rapidly and frequently.

Airbnb responded by focusing on building a resilient mindset—anticipating change and building flexible strategies into their core operations. Their strive for resilience is evident in their shift to offering online experiences during the pandemic, thus diversifying their service offerings and ensuring business continuity.

Creating a Culture of Resilience

Building resilience involves embedding specific attributes into your organizational culture: adaptability, agility, and anticipation. Organizations can initiate this transformation by leveraging the following strategies:

  • Encourage Continuous Learning: Invest in training and development that keeps pace with industry changes. A well-informed workforce can anticipate and react to changes proactively.
  • Embrace Diversity: Diverse teams bring varied perspectives which can lead to creative solutions that a homogeneous group might overlook.
  • Implement Flexible Structures: Encourage cross-functional teams and fluid roles to allow faster response times to challenges and opportunities.
  • Support Experimentation: Develop a framework where experimentation is incentivized, and risk-taking is normalized.

Conclusion

The shift from resistance to resilience in innovation is not an overnight process. It involves substantial cultural shifts and a commitment to ongoing adaptation. By learning from pioneers like P&G and Airbnb, organizations can adopt a framework that allows for flexibility and resilience. The key is to encourage a mindset where employees are empowered to embrace change as a means to thrive in uncertainty.

In the ongoing battlefield of business innovation, resilience is not just a survival mechanism; it is a competitive advantage. As organizations strive to maintain relevance, resilience isn’t merely about bouncing back from adversity—it’s about moving forward stronger and more strategically poised than before.

Want to learn more about developing a resilient culture? Read our comprehensive guide on Building Resilient Organizations.

This article uses two case studies (P&G and Airbnb) to illustrate how organizations can move from resistance to innovation to resilience. The inclusion of internal links provides further reading opportunities for users interested in deepening their understanding of resilience and innovation.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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The Role of Emotional Intelligence in Innovation Leadership

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The Role of Emotional Intelligence in Innovation Leadership

GUEST POST from Art Inteligencia

In today’s fast-paced and complex world, innovation leadership has become crucial in guiding organizations towards sustainable growth and competitive advantage. However, traditional leadership qualities alone are insufficient. To lead innovation successfully, leaders must possess emotional intelligence (EI), a critical component that enables them to understand and manage emotions, fostering a culture of creativity and collaboration.

Emotional Intelligence Explained

Emotional intelligence is defined by four key components: self-awareness, self-management, social awareness, and relationship management. These elements allow leaders to connect with their teams on an emotional level, building trust and encouraging open communication. In our exploration of emotional intelligence, I’ve found that it plays a crucial role in effectively navigating the human elements of change and driving innovation.

Case Study 1: Google’s ‘Project Aristotle’

Google’s ‘Project Aristotle’ is a significant case study showcasing the role of EI in innovation leadership. The project aimed to understand what makes a team effective at Google. After years of research, Google found that the best teams are classified not by their skills but by individuals’ ability to understand and manage their emotions and those of their peers. Teams with high emotional intelligence exhibited higher levels of psychological safety, empathy, and collaborative strength.

By promoting self-awareness and social awareness, Google created an environment where employees felt free to take risks, an essential element for innovation. This emotionally intelligent approach enabled Google to pioneer new technologies and maintain its status as a cutting-edge innovator.

Case Study 2: Satya Nadella’s Transformation of Microsoft

Satya Nadella, CEO of Microsoft, offers a compelling example of emotional intelligence in practice. When Nadella took over Microsoft’s leadership in 2014, he prioritized a shift from a ‘know-it-all’ culture to a ‘learn-it-all’ mindset. His emotionally intelligent approach led to significant cultural transformation at Microsoft, rejuvenating its innovation pipeline.

Nadella emphasized the importance of empathy, encouraging his leaders and employees to openly share ideas, understand customer needs deeply, and support each other’s growth. This emotional intelligence-driven change not only transformed Microsoft’s work environment but also sparked the development of innovative products such as Microsoft Azure and Microsoft Teams.

Building Emotional Intelligence for Innovation Leadership

Developing emotional intelligence is essential for leaders aiming to foster innovation. Here are three strategies to cultivate EI in an organization:

  1. Promote Self-awareness: Encourage leaders to reflect on their emotions, strengths, and weaknesses. Self-awareness is the foundation for personal growth and emotional intelligence.
  2. Emphasize Empathy: Train leaders to listen actively and understand team members’ perspectives. Empathy fosters trust and collaboration, vital ingredients for innovation.
  3. Facilitate Open Communication: Create a safe space where employees feel comfortable expressing their thoughts and feelings. Open communication enhances creativity and problem-solving.

Influential Internal Links for Further Exploration

To expand your understanding of emotional intelligence and its role in leadership, explore these insights on the role of emotional intelligence in change leadership and how it intersects with the role of emotional intelligence in driving innovation.

Conclusion

The significance of emotional intelligence in innovation leadership cannot be overstated. By embracing EI, leaders can effectively drive change, unlock potential, and create an innovation-centric culture. The examples of Google and Microsoft illustrate how emotionally intelligent leadership can lead to remarkable innovation success. As organizations continue to navigate a rapidly evolving landscape, developing leaders with high emotional intelligence remains a strategic imperative for sustained innovation and growth.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pexels

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Cultivating a Risk-Taking Culture in Your Organization

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Cultivating a Risk-Taking Culture in Your Organization

GUEST POST from Art Inteligencia

In today’s rapidly evolving marketplace, organizations face the dual challenge of maintaining operational efficiency and fostering innovation. To stay ahead, many companies are finding that cultivating a risk-taking culture is essential. Embracing calculated risks can lead to breakthroughs, foster creativity, and fuel long-term success. This article explores how organizations can nurture an environment where risk-taking is encouraged, supported, and rewarded.

The Need for a Risk-Taking Culture

Organizations that prioritize safety and predictability may find themselves falling behind more agile competitors. A culture that embraces risk-taking opens the door to innovation and opportunity, allowing businesses to pivot quickly, respond to change, and seize new opportunities. However, building such a culture requires deliberate effort, strategic alignment, and a supportive environment.

Case Study 1: Netflix’s Decision to Stream

Netflix is a powerful example of a company that effectively adopted a risk-taking culture to propel its growth. In the early 2000s, Netflix made the strategic decision to shift from a DVD rental service to streaming digital content—a move that was incredibly risky considering the high costs and the nascent state of streaming technology at the time.

What set Netflix apart was its willingness to disrupt its own business model and invest in an uncertain future. Today, it stands as a giant in the entertainment industry. Netflix’s calculated risk-taking exemplifies the importance of envisioning future trends and aligning organizational resources and culture to pursue them, even when the path is uncertain.

Case Study 2: Amazon’s Launch of AWS

Amazon’s creation of Amazon Web Services (AWS) is another illustrative case. In the early 2000s, the idea of a retail company selling cloud computing services was unconventional, if not risky. Despite these challenges, Amazon ventured into this domain, identifying an unmet need for scalable, reliable, and affordable computing services.

Today, AWS is a major part of Amazon’s profit mix, illustrating how a willingness to take risks on seemingly unrelated business ventures can lead to new revenue streams and market dominance. Amazon’s leadership recognized the strategic potential of cloud services and was willing to allocate resources and support to see it through, a hallmark of a risk-taking culture.

Building a Risk-Taking Culture

Cultivating a risk-taking culture involves several strategic actions. Here are some steps organizations can take:

  • Create a safe environment: Encourage open communication and create a safe space where employees can express ideas without fear of rejection or punishment. Psychological safety is paramount.
  • Flat hierarchy and decentralized decision-making: Empowering employees at various levels to make decisions can speed up innovation and allow faster responses to challenges.
  • Celebrate failures and successes alike: Establish mechanisms to learn from failures and celebrate the courage to venture into the unknown.
  • Provide resources and support: Allocate time, budget, and mentorship to develop new ideas and test assumptions.

The Long-term Payoff of Risk-Taking

An organization’s capacity for risk-taking is a critical aspect of its innovativeness. As highlighted in both Google and 3M’s cases, fostering an environment that embraces risk enhances employee engagement and has direct correlations with business success. Organizations that prioritize nurturing risk-taking behaviors will likely discover a broader range of creative solutions and more sustainable growth trajectories.

Further Reading

If this article piqued your interest, I encourage you to explore these related articles here on the site:

Conclusion

Cultivating a risk-taking culture is not just a strategy—it’s an essential part of navigating today’s unpredictable business landscape. By prioritizing open-mindedness and experimentation, organizations can unlock the latent potential of their teams and foster innovations capable of driving growth and resilience. As you consider initiatives within your organization, remember that supporting calculated risks today can lead to the game-changing innovations of tomorrow.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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